The impact of time on the strategy-performance relationship. Implications for managers

This study examined the influence of cycle time and the application of strategic information technology (SIT) on the relationship between business strategies identified during the course of the research (i.e., marketing differentiation, innovation differentiation and overall low cost) and firm performance (i.e., ROA, ROS). Data from a cross-industry sample of 116 executives in manufacturing and service businesses were collected using a web-based survey, conducted in cooperation with Information Week, a leading information technology industry magazine. Results of a path analysis indicated a significant, positive relationship of a market differentiation strategy to SIT to cycle time to performance. Strong positive direct relationships were evident for SIT to cycle time and for cycle time to performance. No other significant relationships were observed. © 2002 Elsevier Science Inc. All rights reserved

Long- vs. short-term performance perspectives of Western European, Japanese, and U.S. countries: where do they lie?

This paper examines the differences between Eastern and Western companies regarding long- vs. short-term orientations. Utilizing Hofstede's long-term orientation index, this study scrutinizes both long- and short-term performance measurements for companies from Western Europe, Japan, and the United States. The findings suggest that Western European companies place an equally higher priority on both long- and short-term measures of performance compared to companies from Japan and the United States. Additionally, Japanese companies were postulated by the literature to employ a long-term orientation toward company performance greater than U.S. companies. However, our results do not support this statement, as U.S. and Japanese companies were not statistically significantly different.

Culture of family commitment and strategic flexibility : the moderating effect of stewardship

The ability of family firms to identify and respond to changes in their external environments can be a key source of competitive advantage leading to success and survival. Some research, however, has suggested family firms are conservative and often lack the ability to adapt to their changing competitive environments. Using data from 248 family firms, we found a family firm's culture of commitment to the business is positively associated with its strategic flexibility—the ability to pursue new opportunities and respond to threats in the competitive environment. Further, we found stewardship-oriented organizational culture positively moderated the family commitment-strategic flexibility relationship

Founding family leadership and industry profitability

Founding family firms, Corporate governance, Industry profit margins, Industry competition, Sweden, L26,